November Compliance Webinar: Hiring and Firing

It happens, employees come and go…. But how do you accomplish this with the least amount of risk?   In this seminar we will work through multiple real-life scenarios involving hiring and firing issues.  We will identify where the employers in these scenarios excelled in decision-making and where they misstepped.  What would you do in the following situations?

• Candidate has great credentials but reveals she has MS.  Most days she’s fine.  However, she experiences a “couple” of flare ups a year where she needs to be off work for a “couple of weeks” at a time.  In fact, her father brought her to the interview today because she is experiencing a flare and was incapable of driving.  Do we hire?
• Employee receives top reviews for the first three years of employment.  In the fourth year, she has a new intermediate supervisor between her and the senior supervisor.  Intermediate supervisor is a “rock star”.  Company loves him.  He is “untouchable.”  Intermediate supervisor goes on vacation.  Employee prepares assignment with “open and obvious” error.  She runs assignment past senior supervisor who approves.  Assignment sent to client.  Client sees error and is plenty unhappy.   Intermediate supervisor returns and is furious.  What happens next?
• President of company has an affair with provider hired to work with company clients.  Anonymous report made to Company board and President’s husband.  Report claims that affair is negatively impacting employees.  How does HR react?
• Employee is mediocre at best from day one.  Each year he gets a mediocre review and a just a cost of living raise- no merit raises.  He also gets the holiday bonus.  Finally, his boss gets sick and tired of him.  The boss can only take mediocrity for so long.  He’s fired.  Like any good employee he sues.  Is your attorney happy with your factual background?
• Union free shop wants to stay union free.  They advertise for workers.  They note in a job advertisement that they are an “EOE but no union” employer.
• Wages and salaries are a sensitive matter.  Company policy prohibits the discussion of wages, salaries and bonuses.  Joe decides to compare his salary to Susie’s. He figures they both do basically the same job.  He asks her what she earns.  He’s amazed that she earns less.  She’s not happy.  Company fires Joe for “stirring the pot.”  Where do we go from here?
• Candidate is hired.  Her background check comes back that she was arrested for underage drinking and driving.  She drives a car for the company.  So far her performance has been stellar.  Can we keep letting her drive?
• Employee is arrested for a distasteful crime.  What should HR do – moving to Hawaii is not an acceptable answer…..

Attend and we will discuss these and other scenarios and the best pathways through these scenarios.